Healthcare organizations have a very special particularity when it comes for the business perspective. Sometimes is even hard to look at a healthcare organization as a business. Applying the same rules that work for any regular business, might not always work. This is because the main service provided by healthcare units is protecting, healing and improving life quality. We can estimate the price for an oil barrel or a new car but when it comes for our own health, every person will give you a different price tag. Starting from affordable prices to unlimited growth. As humans, we can all agree that a life is priceless. But the efforts made in order to save it, do come with a price tag. In order to provide cutting edge solutions in terms of quality, costs, and satisfaction, health care services must be adjusted according to some general principles coming from strategic and operational management. The most difficult part is in adjusting the solutions provided by this kind of literature. The overall healthcare system is in a great need for reforms and changing perspectives. In order to get through this new challenge, strategic initiatives and goals must be turned into action. Before setting an initiative on the road of implementation, it also must be filtered or tested on small scales, especially if we talk about major changes. According to the latest statistics, in 2009. U.S had spent about 17,3 percent of its gross domestic product (GDP), for covering costs generated by the healthcare system. In 1960, only 5,1 percent of the GDP was going on health care services (Ginter, Duncan, Swayne, pg 15). The need for turning strategic initiatives into action is becoming mandatory as time passes by. Cutting costs is not the only objective.
TERMS AND DEFINITIONS
In order to understand the steps that must be accomplished when turning a strategy and goal into action, a few basic definitions for the used terms, can be read XXXX: XXXXXXXXXX XX a XXXX XXXXX term, applicable in XXXX XXXXXXXXXX XXX situations. Adding XXXXX XX XXX XXXXX definition XX not XXXXXXXXX. XXXXXXXX has XXXX XXXXXXXXXXX XXX XXXX are some XXXXXXXX for it:
X. In Marketing – &XXXXX;Strategy is an organization’s long-XXXX XXXXXX of action XXXX XXXXXXXX a XXXXXX customer experience XXXXX XXXXXXXXX its goals&XXXXX;. (Kerin, XXXXXXX, Rudelius pg XX). 2. XX Entrepreneurship, a XXXXXXXX XX an XXXXXX XXXXXX XXX new opportunities XXXXXXXX XXXXX and uncertainty, XXXXXX XXXXXX XX the XXXXXXXX objective. (XXXXXXXXX, XXXXXXXXX, XXXXXX XX XXX-XXX).
3. XX general speaking &XXXXX; XXX XXXX &XXXXX;XXXXXXXX&XXXXX; is coming from the ancient XXXXX term “XXXXXXXXXX”, XXXXXXX to XXXX the XXXXXXXXXXX of XXX’s enemies XXXXXXX XXXXXXXXX XXX XX XXXXXXXXX&XXXXX; (Ginter, XXXXXX, XXXXXX, pg 7).
XXXXXX and XXXX are XXXX XXXX known XXXXX. It XX about XXX XXX an XXXXXXXX is XXXXX XXXXXXXX XXX XXX XXXXX result we XXXX XX XXXXXXX.
XXXXX STEPS FOR XXXXXXX STRATEGY XXXX XXXXXX
According to XXXXX Schmidt in &XXXXX;XXXX XXXXXXXX XXXX action,&XXXXX;, in order XX succeed XXXX a strategy XXX actions XXX goals XXXX be sorted in order to answer four XXXXX XXXXXXXXX:
1.What XX XX XXXX to XXXXXXXXXX XXX why? The XXXXX
2.XXX can XX XXXX if we are XXXXX XX be XXXXXXXXXX? XX XXXXX a XXX XX XXX measure XXX check XXX results? Key XXXXXXXXXXX XXXXXXXXXX
X.What XXX-XXXXXXXXXXXX and conditions must XXXXX? Time XX XXXX assumptions.
4.XXX XX we reach XXX goals? Action plans
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XXXXXX 1 &XXXXX; The Logical XXXXXXXXX Matrix (Schmidt XX X).
In XXXXXXXXXX XXXXXXXXXXXXX, XXXXXXXX XXXXX XXXXXX XX XXX XXXX XXXXXXXXXX for XXXXX strategy. XX XXXXXXX XXXXX XXXXXXXX in XXXXX XXXXXXXXX, XX will XXXX XXXX XXX beginning, a good set of tools XXX XXXXXXXXX XXX quality and performance XXXX implementing the new XXXXXXXX. XXXXX creation XXXX XXX mean providing medical services XXX XXX lowest XXXXX or costs XXXXXXXX XXX XX XXXXXXX the best XXXX-satisfaction balance (Ginter, XXXXXX, XXXXXX, XX XXX). The XXXXXXXXXXXX XXXXXXXX by XXX patient has XXXX more XXXXXXXXX XXXX the XXXXXX XXXXX quality XXXXXXXXXXX for XXX XXXXXXX XXX. XXX XXXXXXX, XXX XXXX doctor with the highest education and XXXX XXXXXXXXX XXX XX scored XX being less XXXXXXXXXXXX XX he is rude XXX XXXXXXXX.
XXXXXXXXX FOR XXXXXXX XXXXXXXX XXX GOALS XXXX ACTION
XXX implementation XXXXXXX must XXXXX XX five basic key XXXXXXXXXX:
1.People – XXXXXXXXXX must XX achieved XXX XXXXXX and by XXX people. XX might XXXXX XXXX a left-XXXXXX XXXXXXXXX XXXXXX, XXX when aiming for high stakes or difficult to achieve results, working with the right XXXXXX XX crucial. No XXX will XXXXX XX XXX butcher to make XXX cake. XXXXXX the planning XXXXXXX, a good XXXXXXX will assure XXXX its team XXXX XXXX XXX XXXXX XXXXXX XXX XXXXXXX the job done. XXXXXXXXX a XXXXXXXX process is XXXXXXXX. XX XXXXX cases, XXX recruitments.
X.XXXXXXXXX &XXXXX; XXXX XXXXX must XX XXXXXXX XXXX a generous budget and time XXXXXXXXX. XXXXXX a fine tune XXXXXXX the deadline XXX XXX XXXXXX XXX XXXXXXXXX make XXX difference. XXX XXXXXX teach a XXXXXXX XXX XXXXX of brain surgery in a few days XXXX XX the medical unit will XXXXXXX XXX the XXXXXXXX XXXXXXXXX, XXXXXXXX, and XXXXX materials. XXX reverse XX XXXX XXXXX.
3.Structure – XXXXX XXXXXX XXXX XXXX XXXX with a structure. Of XXXXXX it will but its quality XX XXXXXXXXX XXX reaching XXX XXXXX XXX respecting the strategy. XXXXXXXXX XXXXX XXXX XX drawn from the start. XXX will report to XXX XXX when it should XX XXXX? XXXXXXXX reports XXXXXX be also demanded. XXXXXXX XXXXXXXX XXX XXXXX XXXXXXXXXXX XXXXXX XXXX place XX a regular XXXXX.
X.Systems – Today, XX XXXXXX plan XXX XX imagined XXXXXXX XXX technology XXXXXXX. With the help of this XXX modern tools, XXXXXXX XXXXXXX XXX XX adjusted in order to XXXX an XXX on XXX progress report. Data XXXXXXXXX and XXXXXXXXXXXXXX XX XXXXX for a XXXX plan to go.
5.XXXXXXX – XXXXXXXX an XXXXXXXXXXXXXX XXXXXXX or a project based culture is XXXX XXXXXXX. A good XXXXXXX XXXX make XXXXXX XXXXXXXX XXXX XXXX participating on a XXXX XXXXXXXXX project. XX it becomes XXXX XXXXXXXXX for everyone than the results will be XXX best.
PARTICULARITIES XXX THE HEALTHCARE XXXXXXXXXXXXX
XXXXXXX its universal XXX XXXX XXXXX objective, healthcare XXXXXXXXXXXXX XXXX XX face more XXXXXXXXXXXXXXX than other types of business or XXXXXXXXXXXX. For XXXXXXX, a XXXXXXXX has many XXXXXXXXXXX XXXX XXXXX be in XXXX XXX a XXX XXXXXXXX or XXXX. XXXX one XXX XXX own particularities. If a regular XXXXXXXX can XXXXXXXXX some non XXXX activities, a XXXXXXXX XXXX XXXXXXX higher legal demands to do so. XXXXXXXXXXX patient files and XXXXXXXX may put XX risk XXX confidentiality guarantee. XXX Customer XXXXXXX XXXXXXXXXXX XXX XXXX XXXXXXXXX needs and objectives than XXX Oncology or XXXXXXXXXX. XX XXX XXXXX XXXXXXXXXX XXXX XXXXX on achieving the best results XX XXXXXXX XXXXXXXX satisfaction, XXX next XXXX XXXX XXXX XX XXXXXXXXX as XXXXXXXX XXX XXXXXXXXX XXX their own XXXX XXXXX ahead. The XXXXXXXXXXX XXXXXXXXXXX XXXX XXXXX the XXXX XXXXXXXXX XXXXXXX XXX XXX XXXXXXX XXXX XX more XXXXXXXXX XXXX XXX rentability. XXX XXXX XXXXXXXXXXX can XX sorted XXXXX a Value Chain scale XXXXXXX in XXXXX parts: 1. Pre-XXXXXXX XXXX the Marketing XX XXX main department, Point-of-Service with Clinical Operations as XXX main XXXXXXXXXX XXX XXX XXXXX-Service XXXX XXX XXXXXXXXX and Customer XXXX XXXXXXXXXX in the XXXX XXXXX (XXXXXX, Duncan, Swayne, pg XXX).
Healthcare XXXXXXXXXXXXXX XXX XXXXXXXX XXXXXX be aware XX the XXXX XXXXXXXXXXXX expressed by XXX XXXXXXXXXXXX. A healthcare XXXX XXX be a private practice XXX, a XXXXXX XXXXXXXXXXXX or a non-XXXXXX organization. Each XXXX XX XXXXX, XXXX different XXXX objectives but they are XXX providing XXXXXXX services under certain XXXXXXXXXXX. For example, a XXXXXXX XXXXXXXX XXXX achieve profit for its XXXXXX, a public one is XXXXXXXX XX XX cost XXXXXXXXX XXX a XXX-XXXXXX XXXX XX XXXXXXXX to provide XXXXXXX XXXXXXXX to XX much XXXXXXXX XX possible, XXXX XXX XXXXXX rates. XXX XXXXXXXXXX organizations, aiming for a XXXX XXXXXX XXXXX XX sometimes risky XX XXX XXXXXXX public XXXXXXX is XXXX in XXXXXX services, XXXXXXXXX XX good. This encouraged XXXXXXXXXX XXXXXXXXX XXX XXXXXXXXXXXXXX companies XX XXXXXXXX XXXXXX for all XXXXXXXX in XXX XXXX XXXXXXX.
XXXXXXXXXX
XXX XXXXXX XXXX of XXXX and XXXXXXXX reform plans in healthcare, XXX trying XX XXXXX XXXX expensive XX not XXXXXX good XXX XXXXX is XXX always XXX. With overall XXXXXXXXXX XXXXX XXXXXXX year XX year XXXXXXXXX to the XXXXXXXX statistics XXXXXXXXXXX XX XXX XXXXXXXXX XX XXXX XXXXX, new strategies and XXXXX will XXXXXX in XXXXX health providing organization. Is XXX a XXXXXX. XX XXXXXXXXX that XXXXXX mandatory. XXX XXXXXXX XXXX go XXXX XXX performance XXXX XX XXXXXXXX XX the XXX XXXXXXXXX and payment XXXXXXXX are changing. XXX changing XXXXX XX coming XXXXXXX the XXXXXXXXXX organizations. Everyone has to XXXXX XXXX XXXXX in order to stay in business.
Reference :
X. Peter X. XXXXXX, X. XXXX XXXXXX, XXXXX. X XXXXXX, XXXX, Strategic XXXXXXXXXX of XXXXXX care XXXXXXXXXXXXX, 7th edition. ISBN 78-X-118-46674-X
X. XXXXX, XXXXXXX, Rudelius, XXXX, Marketing, XXX XXXX, Xth XXXXXXX, ISBN XXX-X-07-XXXXXX-X
X. XXXXX Mintzberg, XXXXX XXXXXXXXX, Jospeh Lampel, 1998, XXXXXXXX XXXXXX- X XXXXX tour XXXXXXX XXX wilds XX Strategic XXXXXXXXXX, ISBN 0-684 -84743-X
X. Schimdt XXXXX, 2010, Turn XXXXXXXX XXXX XXXXXX, retrieved on July XX, 2015 XXXX XXXX://XXX.XXXXXXXXXXXXX.XXX/styles/pdfs/AX-XXXX.pdf
X. Shannon Sage, 2015, XXXXXXXXX Implementation, XXXXXXXXX in OnStrategy XXXXXXXXXX issue, on February X, XXXX, XXX XXXXXXXXX XX July 31, 2015 from XXXX://XXXXXXXXXXXX.com/XXXXXXXXX/strategic-XXXXXXXXXXXXXX/